SOLICITATION_95332421Q0054_FE.pdf

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95332421Q0054

TABLE OF CONTENTS:

Listing of Incorporated Purchase Requisitions Section B - Supplies or Services and Prices/Costs Section C - Description/Specifications/Work Statement Section D - Packaging and Marking Section E - Inspection and Acceptance Terms Section F - Delivery or Performance Section G - Contract Administration Data Section H - Special Contract Requirements Section I - Contract Clauses Section J - List of Documents, Exhibits, and other Attachments Section K - Representations, Certifications, and Other Statements of Offerors Section L - Instructions, Conditions and Notices to Offerors Section M - Evaluation Factors for Award

Listing of Incorporated Purchase Requisitions

Incorporated Purchase Requisition Numbers:

Section B - Supplies or Services and Prices/Costs

Item Number Base Item Number

Supplies/Services Quantity Unit

0001 Malawi Tax Reform Support Services

Contract Type:Firm Fixed Price Unit Price

Extended Price

Description:

Purchase Requisitions

IDC Type: Not Applicable FSC Codes: R499 SUPPORT- PROFESSIONAL: OTHER NAICS Code: 541990 All Other Professional, Scientific, and Technical S...

Item Number Base Item Number

Supplies/Services Quantity Unit

1001 Malawi Tax Reform Support Services

1 LS

Contract Type:Time and Materials Unit Price

Other Direct Costs Extended Price

Description:

Purchase Requisitions

Option:

Option Time Date: 8/9/22 Option Time Duration: 364 Option Time Units: Days

IDC Type: Not Applicable FSC Codes: R499 SUPPORT- PROFESSIONAL: OTHER NAICS Code: 541990 All Other Professional, Scientific, and Technical S...

Clauses incorporated by reference

None

Clauses incorporated by full text

Section B

B.1 TITLE

Real Property Tax Reform Facilitation

B.2 BRIEF DESCRIPTION OF SERVICES

MCC is seeking consulting services in real property taxation analysis and reform and/or public financial management to facilitate reforms needed in the real property tax regimes/systems, with specific emphasis on the behavior change and public acceptability dimensions of successful real property tax reform. In a first instance, MCC is seeking this support as part of its due diligence of the proposed Malawi Land Productivity Project.

B.3 TYPE OF CONTRACT

The contract type awarded is Firm Fixed Price for the Base Period and Time & Materials for the Option Period.

B.4 CONSIDERATION AND PAYMENT

B.4.1 BASE PERIOD (FFP)

In consideration of satisfactory performance of the work as described throughout this contract, the Contractor shall be paid a fixed price for this CLIN.

Labor Categories QTY UOI UNIT PRICE TOTAL

Real Property Tax Reform Facilitation 1 EA $ $

TOTALS 1 EA

Labor Subtotal $

ODC Subtotal (Not to Exceed) $45,034.00

TOTAL $

B.4.2 OPTION PERIOD 1 (T&M)

In consideration of satisfactory performance of the work as described throughout this contract, the Contractor shall be paid in accordance with the fixed loaded hourly rates as shown herein for the specified categories of labor based on the number of actual hours incurred in the performance of the work specified. Fully loaded rates shall be all inclusive of direct labor, fringe benefits, applicable indirect costs, and any profit for each labor category. Additionally, the contractor shall be paid for materials and travel directly chargeable to this contract. If the options are exercised funding will be obligated by modification to the contract. The base period and option periods are priced as follows:

Labor Categories QTY UOI RATE Estimated Total

Consult 1 - Team Leader (Real Property Tax Reform Expert) 240 HR

Consult 2 - Specialist (Property Tax Research and Reform) 200 HR

Consult 3 - Specialist (Assistant/Local Coordinator) 100 HR

TOTALS 540 HR

Labor Subtotal

ODC Subtotal $27,731

CLIN Ceiling (Not to Exceed)

B.4.3 TOTAL CEILING

TOTAL Potential Value inclusive of all CLINS: $

B.5 MATERIAL (NON-LABOR) INDIRECT COST RATES

Pursuant to the general provisions of this contract and FAR 52.212-4; Alt. I, the following fixed indirect rate to be applied against Materials is established:

Type Fixed Rate

Indirect Costs (Material Handling, Subcontract Administration, etc.). 0.00%

B.6 CEILING PRICE

The hours and total price per labor category are for budgeting purposes only. The number of hours actually used for each category may exceed or be less than the estimate by category as long as the ceiling price for the CLIN is not exceeded. The ceiling for each CLIN is identified in Section B. The Government shall not be obligated to pay any amount in excess of this ceiling price nor is the Contractor obligated to continue performance if to do so would exceed this ceiling price. The ceiling price may be modified solely by the Government if it is deemed necessary.

B.7 ADDITIONS AND CHANGES TO LABOR CATEGORIES

It may be necessary to add or change labor categories during performance of this contract in order to carry out the services described in Section C. If new labor categories are added, or existing labor categories revised, the parties will negotiate the labor category(ies) prior to the incorporation into the contract. Any new labor rate proposed will be evaluated for reasonableness in accordance with FAR 15.4.

Section C - Description/Specifications/Work Statement

Section C

STATEMENT OF WORK

Real Property Tax Reform Facilitation

Malawi and Other MCC Eligible Countries

A. INTRODUCTION

The Millennium Challenge Corporation (MCC) has a requirement for technical support in the process of real property tax reform to support MCC due diligence of proposed land sector investments. The MCC will obtain the required services through a competitive procurement to provide professional expertise.

On January 23, 2003, the United States established the Millennium Challenge Corporation (MCC), an innovative foreign assistance program designed to reduce poverty by promoting sustainable economic growth. MCC, a U.S. government corporation, is based on the principle that aid is most effective in countries that promote good governance, economic freedom, and investments in people. For more information on the MCC, please visit www.mcc.gov.

MCC's overriding objectives are to promote economic growth and a significant reduction in poverty in our partner countries.

MCC does not take it for granted that programs that stimulate growth will invariably reduce poverty. MCC looks at the likely distributive effects of projects and, to the extent that data are available to perform such an analysis, identifies the beneficiaries and estimates the impact on poverty reduction. Ultimately, MCC seeks significant and measurable increases in incomes of large numbers of poor people and significant reductions in poverty.

MCC analyzes the likely impact on economic growth of its programs by analyzing whether they are consistent with international and country evidence on drivers of economic growth and by use of economic rate of return (ERR) analysis. The essence of such an analysis is a straightforward comparison of costs and benefits, where the costs are the MCA grants, other front-end project development costs, and associated project life cycle operating and maintenance costs, and the benefits are increases in incomes in recipient countries.

B. SCOPE

MCC is seeking consulting services in real property taxation analysis and reform and/or public financial management to facilitate reforms needed in the real property tax regimes/systems, with specific emphasis on the behavior change and public acceptability dimensions of successful real property tax reform. In a first instance, MCC is seeking this support as part of its due diligence of the proposed Malawi Land Productivity Project.

For Malawi, this assignment will focus on the four cities of Lilongwe, Blantyre, Zomba and Mzuzu with the objective to support the MCC Land and Agricultural Economy Practice Group and the MCC Malawi country team, to: (i) assess the readiness of the City Councils of the four cities to engage in a comprehensive process of real property tax reform; (ii) familiarize City Council technical staff with international best practices, existing analytical and implementation tools, practical experiences from global reform initiatives and international research on the topic of real property tax reform – with particular emphasis on examples from sub-Saharan Africa; (iii) facilitate learning and scaling based on prior real property tax reform initiatives in

Malawi, in particular the Mzuzu City Council; iv) familiarize City Council officials, management and technical staff in the principles, key elements and phases of a comprehensive real property tax reform program; (iv) identify political, policy, legal and technical obstacles to ensuring a successful reform program; and (v) prepare City Council officials and technical staff to embark on effective reform.

C. COUNTRY

Malawi and other MCC eligible countries.

D. BACKGROUND ON THE MALAWI LAND SECTOR:

The MCC and the Government of Malawi (GOM) are currently in the process of developing a second Compact based on the following three binding constraints to economic growth:

• Lack of a stable macroeconomic environment as reflected in high and volatile inflation;

• High price of road freight transport service and barriers to linking farms to markets in rural areas; and

• Difficulties with access to land for investment due to mismanagement of the estate sector and unclear/uncertain customary land rights, particularly for women smallholder.

A critical context for the land constraint is that Malawi's primarily land-based economy is less efficient and less productive than it should be to power growth and poverty reduction. Economic transformation and growth hinge on changes in land use—land converting efficiently toward increasingly higher-value uses. Success in changing land use depends on markets that function efficiently and regulation that promotes trust and enables corrections, including ensuring inclusiveness. In Malawi, land use is changing very rapidly, but the low quality of land governance and ineffective land use control makes this process inefficient and underproductive. The process engenders land idleness in some areas and land scarcity in other areas; the productive use, land rent and tax value of land not being captured by national and local governments to fund critical services;

development that is misaligned with appropriate land uses; and exclusion of and livelihoods impacts on the poorest populations, particularly on women. Malawi's low level of economic development translates to land being one of the only assets for wealth creation.

Land in Malawi is underproductive primarily as a result of the core problems of sub-optimal investment and inefficient land allocation. The root causes of these problems have been identified as:

(i) time consuming and costly land transactions;

(ii) deficient governance of land allocation and land acquisition causing interference and rent-seeking in land mobilization, allocation and acquisition matters; and

(iii) land tenure insecurity, especially for smallholders and women and which complicates commercial and public sector uses.

Five principle factors combine to contribute to these root causes. These are:

(i) a relatively recent (2016) legal framework that has not been fully implemented;

(ii) unreliable and inaccessible land rights records and information systems;

(iii) conflicting allocation of responsibility for land use planning and controlling physical development

(iv) a misalignment between the formal land administration regime and traditional customary practice for land governance; and

(v) insufficient public revenue mobilization combined with inefficient allocation and utilization of public funding at the national and municipal level.

Based on consultative analysis led by MCC and the Malawi Millennium Development Trust (MMD; an entity established by the GOM to develop the second Compact) with responsible representatives and stakeholders in the land sector, the GOM proposed focusing on securing land rights to stimulate investment, productivity, and improving the functioning of the land market to help drive economic growth. With this approach as a starting point broad agreement on objectives, strategic approach, and outcomes were agreed among MCC, MMD and GOM and to pursue further diligence of four areas of potential solutions within the proposed land productivity project: (i) management and mobilization of estate lands; (ii) strategic mobilization of customary land to productive purposes; (iii) mobilization of national and local land-based revenues; and (iv) targeted institution building. The focus of this Scope of Work is specifically on item (iii), the proposed revenue mobilization topic.

Generally, at the local government level, the proposed revenue mobilization effort will look to expand local level revenues to fund (in part) better development and planning control as land use changes. Unlike the Ministry of Land, Housing and Urban Development (MOLHUD), City Councils have the authority to keep revenue they are authorized to collect from lease (ground rents) and land-based tax (city rates) payments, and they depend on this revenue to deliver critical services. As urban areas expand (oftentimes informally) as Malawi's economy transforms, municipalities have not been able to incorporate newly developed urban areas and plots into their tax base, owing to properties not being on the tax rolls or any cadastral map. This is primarily due to outdated policies and procedures, a general lack of funding to implement in-person parcel mapping and costly property valuation requirements. One estimate suggests that given existing procedures, the lack of property-based information management tools and systems for land-based revenue management, that only half of all developed parcels are currently accounted for on Lilongwe tax rolls. Initial and on-going analysis indicates that local governments do have access to well-functioning computerized public financial management systems that have been developed and provided by the Ministry of Finance. Strengthening and linking these revenue management systems with property mapping and mass appraisal systems could help integrate a greater share of plots into the local tax base and enable local governments to capture the value of development and conversion of rural and customary land that is taking place, to better fund land management services, public services and infrastructure. The ability to tax equally serves as a land use and development control, which is of particular value in ensuring the market aligns with permitted uses and plans as land use changes.

E. TASKS AND DELIVERABLES

• Work closely and proactively with MCC Malawi Land Productivity Lead and Land-based Revenue Mobilization Lead, other MCC land experts and third parties (MCA counterparts, government representatives and/or other Experts or implementers) as requested by MCC to complete the tasks of the consultancy.

• Become generally familiar with the proposed Malawi Land Productivity Project and in particular the objectives and existing work completed to date on the Land-based Revenue Mobilization Activity in order to provide technical advice/support in facilitating reform efforts that are expected to be included in the Land Productivity Activity and ensuring they are acceptable and able to be implemented.

• Become fully familiar with the policy, legal and regulatory framework for real property taxation in Malawi – in particular the Local Government (Amendment) Act and existing City Council ordinances related to property taxation.

• Travel, as needed to Malawi and within Malawi, COVID-19 pandemic conditions and USG and GOM international travel permissions permitting, to meet with City Council and national government officials and to complete a series of personal interviews and group discussions to better understand the issues and the current constraints related to real property taxation and management of property information for revenue generation purposes.

• Conduct a rapid, reform-focused readiness assessment of the four City Councils to identify opportunities, challenges and risks to successfully executing a comprehensive program of real property tax reform. The readiness assessment will be based on the consultant's experience in the sector and focus on analyzing the readiness for change at the political, managerial and technical official level, as well as among the main affected population of owners of large parcels of land and valuable land, as well as other landholders even if they are not considered high property taxpayers.

• Identify and describe to MCC and MMD any substantial challenges and risks that may affect the viability of implementation of the proposed land-based revenue mobilization activity and most importantly, recommend approaches for avoiding or mitigating risks.

• Develop, organize and present a series of reform facilitation technical workshops/seminars – including the development and preparation of technical workshop/seminar materials – on real property tax reform with representatives (officials, managers and technical staff) of the four City Councils. The seminar series will seek to familiarize City Council staff to the key principles and objectives of a program of real property tax reform, as well as the phases of a reform initiative, while operating in a reform facilitation workshop format that permits active engagement of participants on the key dimensions for consideration in development of the final approaches to Revenues Activity components in each jurisdiction. Topics to be covered will include, but not be limited to, the following topics, noting however that the specific final scope of revenue-related project components to be funded by MCC in a given jurisdiction remains to be determined:

ü advocating for and promoting national government policy, legal and regulatory reform from a local government perspective;

ü local government policy setting and drafting of legal ordinances, regulations and administrative procedures;

ü the role of real property tax revenues within the overall public financial management regime;

ü discovery and property mapping;

ü property assessment methods and mechanisms;

ü sensitization, initial and ongoing outreach and feedback systems, and behavior change within government and of the public;

ü billing and collection;

ü compliance, enforcement and appeals processes;

ü transparency in property valuation and taxation, equity concerns and gender considerations;

ü concerns of 'ability to pay' of low-income households and practical/viable mechanisms to address this issue;

ü linking property tax revenue to the provision of public services and infrastructure;

ü institutional and technical capacity building, performance management and accountability structures; and ü information systems management requirements.

• Prepare a series of additional technical reports summarizing the results of the reform facilitation workshops and the assessment tasks

The selected provider shall be expected to coordinate with City Councils, MMD as well as other donors, where relevant.

However, the selected provider shall report directly to the designated MCC Contracting Officer's Representative/Project

Monitor (COR/PM).

Deliverables:

Base Period

In the Base period, the consultancy will require the preparation and submission of the following deliverables:

• Deliverable One - Work Plan: Initially the Consultant will prepare a detailed Work Plan presenting a brief description of the service provider's understanding of the Scope of Work based on any updates from the original technical proposal as a result of review of existing MCC diligence and design work that will be made available to the consultant at contract signing, description of how previous similar work experiences, real property tax reform principles and lessons learned will be incorporated into the assignment, the overall staffing and responsibilities of each team member and planned activities to successfully complete the assignment both in Malawi and in Home Office and an expected project Gantt chart (or equivalent). The Work Plan will be delivered to MCC not more than two weeks after contract signing. The Work Plan will also further update as needed the approach to completing the assignment based on COVID-19 pandemic limitations and restrictions, including related to travel if/as relevant at the time of Work Plan submission.

• Deliverable Two – Initial Readiness Assessment and Workshop/Seminar Materials:

This report will include:

1) Initial results from the rapid, reform-focused readiness assessment of the four City Councils to identify opportunities, challenges and risks to successfully executing a comprehensive program of real property tax reform.

The readiness assessment will be based on the consultant's experience in the sector and focus on analyzing the readiness for change at the political, managerial and technical official level, as well as among the main affected population of owners of large parcels of land and valuable land, as well as other landholders even if they are not considered high property taxpayers.

2) The approach, calendar, agendas, presentation, and discussion materials to be used during the workshops/seminars. This report will present the strategic questions that the participants will be expected to discuss and provide opinion to, in particular as related to the planning and implementation of the proposed land-based revenue mobilization activity and in terms of the specific obstacles and challenges they are/and will be facing, who will be the key stakeholder groups and individuals and what solutions will be feasible in the context of their particular city. The workshops will take a reform facilitation approach as a tool to engage key government stakeholders in the process of identifying key potential project components, strategies, roles and responsibilities, risks of success and failure related to technical as well as behavior-change dimensions, and identification of mitigants.

• Deliverable Three- Workshops/Seminar Report: This report should describe the initial results of the series of technical workshops/seminars including key findings, issues and topics of discussion as well as further refinement of the specific program inputs identified by the participants that could be funded under an MCC project, including related to engagement within core Council departments as well as buy-in from core segments of the public, and associated communications, and other potential behavior change techniques sensitization, and program structure to achieve buy-in from the necessary stakeholders for the real property tax reform implementation sought.

• Deliverable Four - Final Readiness Assessment and Reform Strategy Recommendations Report: This report will describe the culmination of the work and final results of the readiness assessment, including results and findings of the personnel interviews, group discussions and the workshops/seminar series. The report will describe key challenges and risks that may affect the viability of implementation of the proposed land-based revenue mobilization components identified, mechanisms for avoiding or mitigating risks and present recommendations on a viable reform strategy for the targeted jurisdictions.

• Additionally, the selected provider may be asked to provide other brief written inputs and responses to email questions as may be requested by MCC COR/PM.

Deliverables Schedule

Deliverable Estimated Due Date

Work Plan 14 days after signing of the contract

Initial Readiness Assessment and Workshop/Seminar Materials Eight weeks after contract signing

Technical Workshops/Seminar Report Four months after contract signing

Final Readiness Assessment and Reform Strategy Recommendations Report

Six months after contract signing

Option Period

Option period deliverables will consist of other Time and Material tasks as assigned through technical directive by MCC COR/PM, focused on the real property tax reform, reform facilitation, and behavior change topics described in the Base period.

The selected provider is expected to submit all reports in English in hard and electronic copy (in MS Word and Adobe PDF), with tables, data and calculations in MS Excel.

F. KEY PERSONNEL AND NON-KEY PERSONNEL

The Offeror shall provide resumes of Key Personnel. Personnel identified as Key Personnel are considered to be essential to the work being performed hereunder.

KEY PERSONNEL: Qualifications/Description

Team Leader/Real Property Tax Reform Expert:

• academic degree in property taxation regimes, property assessment and valuation

• minimum 15 years of experience working on similar projects and issues in emerging economies,

• demonstrated experience with analyzing, developing and implementing real property tax administration reforms as related to public financial management assessments and diagnostic tools;

• professional experience in real property tax reform at national and sub-national level;

• prior technical work experience supporting real property tax reform initiatives in the public sector of developing and emerging economies;

• prior experience analyzing, advising on, and implementing real property tax reform implementation strategies, including the behavior change and public acceptability dimensions;

• prior experience in developing and leading workshops/seminars with government officials, managers and technical staff;

• prior experience on donor-funded technical assistance programs for real property tax reform assessments and strategy implementation;

• demonstrated experience leading teams to implement similar studies in the analysis and provision of policy, institutional and technical recommendations on public financial management and sources and systems for managing and increasing land-based revenues;

• prior experience with reform facilitation, in particular facilitating work with decision-makers to identify workable solutions to reform implementation obstacles.

• experience in developing countries in the sub-Saharan Africa region is required, with a preference of previous work in Malawi;

• fluent in written and spoken English is required; and

• demonstrated experience showing excellent diplomacy and cultural awareness and the ability to interact positively with all stakeholders, especially at the local government level.

Property Tax Research and ReformSpecialist:

• university degree in economics, land valuation, land management, geography, law, or another related field;

• minimum of seven years of experience working in research, consulting assignments and projects involving the analysis of real property tax administration, valuation methods and procedures, analysis of legislation and regulations and use of information management systems for property taxation;

• demonstrated experience related to the revenue-based aspects of land/property valuation, property taxation, cadastral systems and institutional assessment in developing countries, and preferably in the sub-Saharan Africa region;

• prior experience with reform facilitation, in particular facilitating work with decision-makers to identify workable solutions to reform implementation obstacles.

• prior experience with reform facilitation, in particular facilitating work with decision-makers to identify workable solutions to reform implementation obstacles.

• fluent in written and spoken English is required;

• demonstrated experience showing excellent diplomacy and cultural awareness and the ability to interact positively with all stakeholders, especially at the local government level; and

• prior experience analyzing, advising on, and implementing real property tax reform implementation strategies, including the behavior change and public acceptability dimensions.

NON-KEY PERSONNEL: Qualifications/Description

Offerors are free to determine number and type of additional non-key personnel. MCC anticipates that non-key personnel may including the following:

Assistant/Local Coordinator: The assistant/local coordinator will be based in/resident in Malawi and have a university degree in a closely related field. The Assistant/Local Coordinator will have at least five years of professional experience in work related to coordination of field- based technical and institutional analysis. The Assistant/Local Coordinator will have demonstrated experience coordinating participation of government authorities, arranging workshops/seminars and excellent communication and organization skills, as well as ability to work effectively with senior government officials. Knowledge of the land sector and public finance in Malawi is desired, but not required.

G. CONFLICT OF INTEREST

While the selected firm may not simultaneously hold contracts with both MCC and MCA, it is expected that this assignment will conclude prior to Entry Into Force of an eventual Compact between MCC and the GOM. Options are exercised at the discretion of MCC.

H. TIMING AND REPORTING

All formal communication with MCC, including reports, will be submitted to the COR/PM. The COR/PM for this requirement will be identified via separate correspondence.

The COR/PM will have technical responsibility for monitoring the contractor's performance. The COR/PM will review and evaluate the contractor's performance and will coordinate any communications with relevant counterparts and other donor agencies and organizations.

Any changes in the terms of the contract will be made in writing and approved by the Contracting Officer. No representation of the COR/PM shall serve as a basis for an alteration in the Scope of Work or of the terms and conditions of the contract unless confirmed in writing by the Contracting Officer. The contractor must communicate with the Contracting Officer on all matters that pertain to the Contract terms. Proceeding with the work without proper contractual coverage could result in nonpayment for that work.

I. MCC CONTRIBUTIONS

This assignment is being carried out to assist MCC with analysis and due diligence recommendations related activities to support land-based revenue mobilization and resource allocation at the national and municipal levels. MCC will contribute to this work in the following areas:

1. Background Documents: Electronic copies of relevant analyses and studies in possession will be shared will provided as attachments to the RFP to support proposal development and ability for the Consultant to finalize work plan and mobilize rapidly, including:

a. MCC Constraints Analysis Summary.

b. Relevant documents detailing legal, institutional and other dimensions of Malawi's land situation. These include documents prepared for MCC, as well as reports on the estate lands issue and other related topics produced by the World Bank and others.

c. Supplemental Consultant Work: MCC anticipates other consultants working on complementary analyses and studies.

MCC will share draft documents from these consultancies as relevant if/as they become available and facilitate coordination and contact between other consultant teams and the Consultant. Where relevant, MCC will also share key background analyses or documents prepared by other institutions and internally in MCC.

2. MCC Investment Criteria and Compact Development Process: See MCC's website for a list of MCC investment criteria. The MCC Team will also be available to discuss these criteria in more detail.

3. Attendance at Key Meetings: MCC and/or the MMD may participate in all key meetings in Washington and/or Malawi and participate in the presentation of findings and discussion of recommendations. MCC and MMD staff may also participate in some of the interviews, in particular, at the Ministry and the local government offices. MCC and MMD will also be available by phone and email to respond to questions or address issues in a timely manner.

4. Communications: MCC will facilitate communications with MMD, as well as the US Embassy, as appropriate. While the MMD will facilitate communications with local stakeholders and government agencies as appropriate, the Consultant will be expected to plan and organize the field work, interviews and workshops/seminars independently with its own team and resources. For communication with government stakeholders, a detailed communications protocol will be agreed to.

Section D - Packaging and Marking

Section D

D.1 PACKAGING AND MARKING

All deliverables shall be delivered to the Contracting Officer's Representative (COR), Project Monitor, and/or Contracting Officer and shall be marked as follows:

1. Name and address of the Contractor;

2. Contract Number;

3. Description of item contained therein; and

4. Consignee's name and address.

D.2 PAYMENT OF POSTAGE AND FEES

All postage and fees related to submitting information including forms, reports, etc. to the Contracting Officer or COR shall be paid by the Contractor.

Section E - Inspection and Acceptance Terms

Section E

E.1. INSPECTION AND ACCEPTANCE

Pursuant to FAR clause 52.212-4, all work described in Section C to be delivered under this contract is subject to final inspection and acceptance by an authorized representative of the Government. The authorized representative of the Government is the Contracting Officer's Representative (COR) and Program Manager (PM), who is responsible for inspection and acceptance of all services, materials, or supplies to be provided by the Contractor.

E.2. PLACE OF INSPECTION AND ACCEPTANCE

Inspection and acceptance of all work performed, reports, and other deliverables required under this contract shall be performed by the COR at the addresses specified in the contract.

E.3. INSPECTION AND ACCEPTANCE BY THE GOVERNMENT

E.3.1. The Contracting Officer Representative (COR) and Program Manager (PM), as duly authorized representatives of the Contracting Officer, shall assume the responsibilities for monitoring the Contractors' performance, evaluating the quality of services provided by the Contractor, and performing final inspection and acceptance of all deliverables for payment.

Inspection of services performed under this contract shall be performed in accordance with FAR 52.212-4 Contract Terms and Conditions.

E.3.2. All deliverables shall be considered accepted within three weeks of submission to the COR unless the COR, or other designee, has provided written comments to the contractor requesting revisions to the deliverables.

E.4. SCOPE OF INSPECTION

All deliverables will be inspected for content, completeness, accuracy, and conformance with contract requirements by the COR. The scope and nature of this inspection will be sufficiently comprehensive to ensure the completeness, quality, and adequacy of all deliverables.

E.5. BASIS OF ACCEPTANCE

E.5.1. The basis for acceptance shall be compliance with the requirements and relevant terms and conditions of set forth in the contract. Deliverable items rejected shall be corrected in accordance with the applicable clauses.

E.5.2. If the Government finds that a draft or final deliverable contains spelling errors, grammatical errors, or improper format, or otherwise does not conform to the requirements stated within this contract, the document may be immediately rejected without further review and returned to the contractor for correction and resubmission. If the contractor requires additional Government guidance to produce an acceptable draft, the contractor shall arrange a meeting with the COR.

E.5.3. All of the Government's comments on deliverables must either be incorporated in the succeeding version of the deliverable, or the contractor must demonstrate to the Government's satisfaction why such comments should not be incorporated.

E.5.4. Deliverables will be accepted when all discrepancies, errors, or other deficiencies identified in writing by the Government have been corrected.

E.6. NON-CONFORMING PRODUCTS OR SERVICES

Non-conforming products or services will be rejected. Deficiencies will be corrected by the contractor, within ten (10) workdays of the rejection notice. If the deficiencies cannot be corrected within ten workdays, the contractor will immediately notify the COR of the reason for the delay and provide a proposed corrective action plan within ten (10) workdays.

E.7. GENERAL ACCEPTANCE CRITERIA

E.7.1. General quality measures, as set forth below, will be applied to each work product received from the Contractor under this contract.

E.7.1.1. Accuracy: Work Products shall be accurate in presentation, technical content, and adherence to accepted elements of style.

E.7.1.2. Clarity: Work Products shall be clear and concise. Any/all diagrams shall be easy to understand and be relevant to the supporting narrative.

E.7.1.3. Consistency to Requirements: All work products must satisfy the requirements of this Statement of Work.

E.7.1.4. File Editing: All text and diagrammatic files shall be editable by the Government.

E.7.1.5. Format: Work Products shall be submitted in hard copy and electronic copy. The electronic copy must be in a format as indicated in the Deliverables Table.

Section F - Delivery or Performance

Line Item: 0001 Period Of Performance Start Date Period Of Performance End Date Period Of Performance Address

MCC Headquarters Millennium Challenge Corporation 1099 Fourteenth Street NW, Suite 700

WASHINGTON

US 20005

Line Item: 1001 Period Of Performance Start Date Period Of Performance End Date Period Of Performance Address

MCC Headquarters Millennium Challenge Corporation 1099 Fourteenth Street NW, Suite 700

WASHINGTON

US 20005

Section F

F.1 PERIOD OF PERFORMANCE

The period of performance shall be for a base period of twelve (12) months with one (1) twelve (12) month option period, as follows:

BASE YEAR: 6 SEP2021 through 5 SEP 2022

OPTION YEAR 1: 6 SEP2022 through 5 SEP 2023

Note: The starting date is anticipated and may change based on date of award.

Option periods may be exercised in accordance with FAR Clause 52.217-9 entitled "Option to Extend the Term of the Contract."

F.2 PLACE OF PERFORMANCE

The Contractor shall perform services the consultant's home location and occasionally in Malawi.

Address(es) to be added to time of award.

F.3 DELIVERABLES AND DELIVERY SCHEDULE

Deliverables will be determined at the Technical Direction Level and in accordance with Section C. Within two weeks of commencement of award, the Contractor shall develop a work plan that illustrates the team structure and organization and the methodology for the work in the first technical direction. The work plan shall be updated as required.

Deliverables will be considered "draft" upon initial receipt and will be reviewed by MCC; comments should be addressed with one week of receipt of MCC comments.

Unless specifically instructed by MCC otherwise, all such reports are to be submitted in English, in an electronic copy using WINDOWS based MS-Office 2007 or later products including WORD for text, data tables in EXCEL, appropriate MS-Office 2003 or later programs for exhibits, and schedules using MS-Project. Original drawing files should be submitted in AUTOCAD 2002 (or later), and also in PDF printable version. Digital photo files should be submitted in JPG format. GIS data should be submitted both in ESRI SHAPE (.shp) files, and PDF printable files. Presentations should be prepared with PowerPoint. All work files shall be submitted to MCC along with PDF files.

To support MCC in the flexible and timely manner needed to meet the evolving needs of Compact implementation, technical directives under this statement of work will be issued and the Consultant deployed each time the Consultant's services are needed over the course of this contract. No additional tasks shall imply any additional costs to the Government beyond the amount allowed for in the initial purchase order; however, this call order may be amended to reflect additional costs associated with implementation planning and oversight requirements in additional countries.

Examples deliverables include but are not limited to: trip reports, ad hoc reports, and review and provide technical comments as needed/requested by the COR/PM.

Note: The COVID-19 Pandemic is impacting MCC's Compact process. The full extent of the impact is currently unknown. Due to this uncertainty, various aspects of the requirement terms may change, e.g. the scope, period of performance, etc. Such changes may be implemented through bilateral modifications.

F.4 TIMING AND REPORTING

All formal communication with MCC, including reports, will be submitted to the Contracting Officer Representative (COR). The COR for this requirement will be identified via separate correspondence.

The COR will have technical responsibility for monitoring the performance. The COR will review and evaluate the contract's performance, and also will coordinate any communications with relevant counterparts and other donor agencies and organizations.

Any change in the terms of the contract must be made in writing and approved by the Contracting Officer. No representation of the COR shall serve as a basis for an alteration in the general scope of this contract or of the terms and conditions of the contract unless confirmed in writing by the Contracting Officer. The contractor must communicate with the Contracting Officer on all matters that pertain to the contract terms. Proceeding with the work without proper contractual coverage could result in nonpayment for that work.

F.5 DOCUMENT OWNERSHIP AND INFORMATION MANAGEMENT SYSTEM REQUIREMENTS

All documents produced and/or collected by the contractor, electronic and hard copies, shall be the sole property of MCC.

The Contractor shall establish and maintain a comprehensive electronic data base and reference index of all relevant documents reviewed, produced, and/or edited by the Contractor. Any and all such documents will be electronically compiled in usable form and delivered to MCC, in an organized electronic format acceptable to MCC, at the end of the contract, and if requested by MCC also in hard copies.

The Contractor shall provide a document management system acceptable to MCC. MCC, at its sole discretion, may provide such system as SharePoint or similar in addition or in lieu of the Contractor's system. The Contractor shall abide by MCC required communication protocol including sharing information and reports with the MCC team, and/or other MCC consultants for efficient and timely reviews and communications as specifically requested.

F.6 ACCEPTANCE CRITERIA

Reports will be evaluated according to the following criteria:

• Thoroughness and timeliness in complying with all of the elements in the tasks specified.

• Quality and clarity of analyses and work produced.

• Timeliness and efficacy of communications with the MCC and any relevant counterparts at MCC.

All reports are to be submitted in English in hard and electronic copy (in MS Word), with tables, data and calculations in MS Excel.

F.7 CONTRACT PERFORMANCE MONITORING

Quality Assurance: The Contractor shall have in place and maintain a Quality Control Plan (QCP) that covers, as a minimum, how the Contractor intends to meet the requirements of all performance objectives, monitor and proactively manage contract requirements. It shall also include the mechanism by which the Government will be notified of performance related incidents that are likely to affect quality of services or impact mission accomplishment. The Contractor shall provide a copy of its QCP to the COR within 10 days of the effective date of contract award. Any proposed changes to the QCP shall be provided to the Contracting Officer for review and comment no later than 10 working days prior to the effective date of the proposed changes.

F.8 TECHNICAL DIRECTION

Performance of the work under this task order shall be subject to the technical direction of the COR/PM.

The term "technical direction" is defined to include, without limitation, the following:

a) Directions to the Contractor, which redirect the task order effort, shift work emphasis between work areas, require the pursuit of certain lines of inquiry, fill in details or otherwise serve to accomplish contractual requirements;

b) Provision of information to the Contractor, which assists in the interpretation of renderings, specifications or technical portions of the work description; and

c) Review and, where required by the task order, approval of reports, creative renderings, specifications, materials or technical information to be delivered by the Contractor to MCC under this task order.

Technical direction must be within the general scope of work stated in the contract. The COR/PM does not have the authority to, and may not, issue any technical direction which:

1) Constitutes the assignment of any additional work outside the general scope of the task order;

2) Constitutes a change as defined in the contract clause entitled, "Changes";

3) In any manner causes an increase or decrease in the total estimated task order costs, fixed fee, or time required for the task order performance; or

4) Changes any of the express terms, conditions or specifications of the contract.

All technical direction shall be issued in writing by the COR/PM; verbal direction, if necessary, shall be confirmed by the COR/PM in writing within five (5) working days after their issuance, with a copy to the Contracting Officer (CO). The Contractor shall acknowledge acceptance of the technical direction by submitting a letter of acceptance, via email or Fax, to the COR/PM and Contracting Officer. The technical direction will provide clear and concise instructions on tasks and deliverables requested of the Contractor's team, and designate the MCC technical contact with whom the Contractor should coordinate. The Contractor shall proceed promptly with the performance of technical directions duly issued by the COR/PM in the manner prescribed by this article and within his/her authority under the provisions of this article. If, in the opinion of the Contractor, any instruction or direction issued by the COR/PM is not within one of the tasks defined above, the Contractor shall not proceed, but shall notify the CO, in writing, within five (5) working days after receipt of any such instruction or direction and shall request the CO to modify the contract accordingly. Upon receiving such notification from the Contractor, the CO shall issue an appropriate task order modification or advise the Contractor, in writing, that in his/her opinion, the technical direction is within the scope of this article and does not constitute a change under the "Changes" clause of the task order. The Contractor shall thereupon proceed immediately with the direction given.

F.9 CONTINGENCY PLANNING AND PREPAREDNESS

Due to unusual and unexpected circumstances, the Contracting Officer may request that the contractor exercise alternative means, methods, or places of performances to fulfill the requirements of the contract. This could include but not is not limited to working from alternate locations in the event of building closures or evacuations or other circumstances that may require the contractor not to perform at MCC headquarters, remote and virtual…